Metrics That Matter (formerly: One View of the Truth)

This award recognizes organizations that have moved beyond reporting on simple clicks and conversions and can now make strategic business decisions based on the metrics they measure.

Deltek Metrics That Matter (2013)

Over the past 18 months, working closely with a number of key stakeholders across the organization, Deltek’s corporate marketing operations team has decisively changed the way the game is played in terms of identifying and measuring key metrics to drive marketing performance at Deltek.

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Equifax, Inc. Metrics That Matter (2013)

Equifax has adopted standard metrics and developed intuitive measuring tools to keep track of its revenue performance. The Implementation of the new waterfall model has allowed Equifax to integrate Marketing into its existing Sales cycle – providing greater accuracy and visibility into forecasting future revenue. Now, Equifax is equipped to forecast revenue for a full year instead of on a quarterly basis.  With this new model, Equifax is able to generate integrated sales and marketing reports and drive greater understanding of sales performance across multiple verticals. By having clear KPIs on marketing activities, Equifax can better assess future allocation of resources and investments.

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Huddle Metrics That Matter (2013)

The Huddle Marketing team leverages Eloqua and analytics data to make sophisticated Marketing and Sales decisions that reduce costs and increase business revenues. This was achieved by creating KPI’s and monitoring them regularly, implementing automation and analytics software, with regular Marketing and Sales feedback sessions. By fine tuning Marketing and Sales funnel metrics, Marketing was able to increase lead volume, quality and total bookings while reducing costs. A stellar example of this is that Marketing created a unique way to determine which content produced the highest quality leads and total bookings, and these metrics now drive what content they produce going forward. This fortified Marketing and Sales relationship has given Huddle transparency of the end-to-end customer journey and how these KPI’s are impactful on company performance and revenues.

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Nuance Communications, Inc. Metrics That Matter (2013)

Over the past year Nuance has transitioned from a business that was run by feel to one that is run by metrics and math.  Nuance now has consistent KPIs and metrics across the enterprise.  Standard reports and dashboards were built to report on Marketing’s success real-time.  There is full transparency to Marketing’s impact on the pipeline.  The company has full visibility on lead performance which includes insight to lead performance which includes volume, velocity and value.  The Marketing organization conducts formal metric reviews monthly with Sales and Marketing executives to review the KPIs and metrics against our company’s goals and objectives.  The metrics have allowed our executive leadership team the knowledge to make actionable business decisions based on our results.

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Blackboard Inc. One View of the Truth (2012)

Over the past two years, Blackboard has sought to find a solution to the common problem of reporting on marketing metrics in a format that combines lead, opportunity and deal information with functionality enabling filters based on a complex business model.  This resulted in a company-wide marketing dashboard that pulls multiple data exports into one file designed to present information mirroring the Sirius Decision Demand Waterfall.  A marketer can filter the dashboard to display information that is pertinent to their work, view metrics, conversion rates and use the detailed drill down data to evaluate past marketing efforts and inform the planning of future marketing efforts. Ultimately, the dashboard helps to justify and assess current marketing programs as well as takes the guess work out of designing those planned for the future.

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Domo One View of the Truth (2012)

Every marketing team seeks for that Holy Grail, the one version of the truth. Domo achieved this elusive goal and developed a reporting tool that has become our standard for measuring both marketing and sales effectiveness.

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inContact One View of the Truth (2012)

Over the course of 18 months, working closely together, Marketing and Sales have significantly developed and improved our reporting infrastructure.  We are convinced that our “One View of the Truth” is almost as good as it gets.

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TELUS Corporation One View of the Truth (2012)

Perhaps you’ve heard of a little ol’ marketing revenue blog: It’s All About Revenue.  While true, it may be more accurate to state that, It’s All About Marketing’s Contribution to Revenue.  Whether demonstrating that an email response led to a successfully closed deal or that attendance at an event influenced the velocity or value of an existing opportunity, the contribution of TELUS’ B2B marketing teams are quantified and qualified through our reporting structure.

We always expected to see the results drive the business, but what we did not expect were the contributions to spirited teamwork, innovation, and embracing change; core values the TELUS team strives to live everyday. We are more confident than ever that we are on the road to Revenue Performance Management! We have the vehicle, gas, and the maps to get there!

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Concur One View of the Truth (2011)

Concur’s vision was to define a strategy and build an engine to make demand generation and prospect progression highly automated and effective. By completely aligning the Sales and Marketing teams, we made sure the people, process and systems were working together for total Revenue Performance Management.  The results of this alignment have had a profound cultural impact on us as well as an impact on revenue, with 20% growth this past year.  We finally have a predictive model and a united team to drive the business every day.

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D&B One View of the Truth (2011)

In 2011 the Centralization of all our Marketing departments became a reality. We needed to create one view of all out marketing activities that could provide leadership a string understanding of all Revenue generating activities. From Paid search to Inbound Call activity to Outbound marketing campaigns, our executive board has never seen a complete view of all marketing activities before. It has already freed up hundreds of man hours used to create various reports and has combined them into one.  The end result is our story is being told in one place with Sales and Marketing working together to focus on the same vision of Winning for Dun & Bradstreet.

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uptime software One View of the Truth (2011)

Sales and marketing alignment is about a deep understanding of (and commitment to) a shared goal, in this case it’s driving revenue growth. This is manifested in transparent reporting and dashboards that help both organizations view marketing and sales activities with a clear idea of success and cost. With this type of focus and metric tracking, sales and marketing can build an integrated funnel that clearly and easily tracks leads throughout their journey and assigns a dollar value of both cost and potential revenue at each step of the way. When sales and marketing speak the same language, view the same metrics, and help each other create great process, the end result is revenue growth.

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